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A local or community approach to fundraising is by definition very specific and targeted. It involves building a relationship between your organisation and the people who give you money and support your aims and activities.
You, your volunteers and supporters should always be selling your organisation within your community. It is critical that you can tell people what you do and by doing this pursuade them to support you. Tell them:
Remember: Who What Why or for simplicity WWW.
By connecting well with your community, you give them a sense of ownership and help them to feel more involved. They are more likely to act as ambassadors for your organisation.
Think about your community in broad terms. It could include:
It is essential that once you have formed relationships, you must work hard to retaining them. How well you know and communicate with them will determine how sustainable your revenue stream will be.
Several key elements are critical for success.
You cannot plan activity until you know what resource you have and how you are going to staff it.
An old adage in the world of commercial organisations is that “People are our number one asset”. This is often espoused but infrequently delivered. As nonprofit is based almost entirely upon the GOODWILL of its volunteers and supporters,you must have a clear plan to:
Recruit: who are these volunteers? Have they worked in non profit organisations before?vHow much time can they commit to?
Develop: how do you motivate them - put the FUN back into fundraising. Train them in key areas. Optimise their skill set.
Retain: how do you ensure against 'burn out'? Vary activities, reward and praise.
Replace: by definition, volunteering can be transitional, how are you planning and identifying replacements?
There is a multitude of potential fundraising ideas on the how2fundraise website with an A-Z of Ideas available.
1. Have you run these activities before? Have they worked before? It is safer and normally more effective to improve and expand on an existing method rather than developing new ones which are not tried and tested. However, if you are reliant on only one method, then add another in case your main method hits a downturn.
2. How suitable are your activities? For example, a faith organisation may not want to run lotteries as gambling is against its principles.
3. Manage and predict your budget. This is crucial and has to be realistic based on previous activities. If it is the first time you have run something like this, then ask other organisations for their figures and reduce the figure by 30-40 per cent. You will need to think about:
4. Work with your community to develop a plan of activities which appeal to them! It's all very well coming up with a great plan, but if it doesn't work for your community, it doesn't work.
Numerous small events are labour intensive but can turn around money quickly. Example include:
Large events are complex to organise to organise and plan but can generate significant money. Examples include:
If it is possible to engage a celebrity living in the community to endorse the organisation and its aims and be its patron there are numerous benefits to this:
Operationalising your fundraising activities is similar to running anything else. Make sure:
TOP TIP – spend half of your planning and implementation time on how to ensure that you will have enough people (potential donors) coming to/being involved in the activity. The most common mistake is to put on a really well run fundraising activity with insufficient punters.
Remember the PARETO principle:
Give enormous recognition and thanks to the key leader of the activity. After the activity they will be completely exhausted and will be swearing that they will never do it again. But, if they do it will be twice as effective because they will know so much and have learned so much. So do everything you can to keep them on board!
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